As a larger company with profits above £1.5M you may be taxed at 30% of profit per annum.
Another salient point is the advantage that British theatres have in their attraction for tourists. Consider that technology now allows relatively inexpensive advertising on a wider, international scale thanks to the Internet. The inclusion of your theatre on tourist group itineraries could increase exposure of your brand and aid in more consistently achieved full-houses. Further your brand name – The Rose Theatre – is certainly internationally marketable.
Home/local productions appear to attract your largest audiences. Careful analysis is needed to identify the ideal balance of productions you stage: would designing your annual program around a majority of such local performances ensure optimum audience numbers, and hence sustainable and predictable margins? Within this analysis it must be noted that the auditorium at The Rose is exceptionally well-equipped and this factor should also aid in attracting “big name” producers, actors and performers – should more marketing resources be directed at attracting draw card “names” and hence a wider-ranging audience?
Finally but perhaps most importantly, the upgrading of the facilities at the theatre, peripheral to the performance hall, must receive priority. The foyer, the ticket sales lobby, and the façade must aid in raising the profile of the theatre. A strategy to source funding for such improvements is required as many of the proposals in this letter would have their implementation enhanced by a more traditional and inviting “complete” theatre experience at your venue.
Hence a summary of three suggestions each of which will help to enable the ultimate priority: planning the correct balance of productions staged both to attract wider audiences; raising the profile of the theatre among national theatre personalities and tourist audiences; ...
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